Links connecting organizational socialization, affective commitment and innovative work behavior

Abstract

Purpose This study aims to investigate the relationships between affective commitment (AC), innovative work behavior (IWB) and organizational socialization strategies (training, coworker support, understanding and future prospects) to ensure the viability and prosperity of businesses in Iraq. Design/methodology/approach The methodology includes demographic analysis, confirmatory factor analysis and structural equation modeling. Findings An analysis of survey data based on a random sample of participating employees shows that training, understanding and future prospects all significantly and positively affect employee AC. Coworker support does not significantly affect AC. Employees’ AC to their companies significantly positively affects their IWB. Employees’ AC to their companies significantly mediates the relationships between training, understanding, future prospects and IWB. Company practices regarding training, understanding, coworker support and future prospects do not affect employees’ IWB. Research limitations/implications The authors conducted the study in Sulaymaniyah. The results may not apply to Iraq and other nations. Researchers from various industries and countries can evaluate the model. The research ignores company age, size and fit between individuals and organizations. Originality/value The study closes a research gap in organizational behavior by exploring the association between managerial socialization strategies, AC and creative work behavior in Iraq.

Develop and support leaders who promote organizational learning

“…In this sense, providing future prospects is one of the roles of a transformational leader rather than a transactional leader. The results of Torlak et al (2024) also indicated that affective commitment stimulated by future prospects leads to employees' innovative behavior. Then, this innovative behavior will become a driver of organizational change.…”

“…OST facilitates newcomers' adaptation to their jobs, workgroups, work environment, corporate culture and acceptable behavior in a company (Torlak et al, 2024). Torlak et al (2024) examined the impact of OST on the employees' innovative behavior through improving their commitment. In particular, they focused on affective commitmentpositive emotional attachment to the organization (Torlak et al, 2024) among the elements of organizational commitment.…”

“…Providing future prospects can be regarded as a transactional behavior in that it guarantees future rewards. Interestingly, however, Torlak et al (2024) showed that future prospects lead to affective commitment. Thus, future prospects not only increase employees' motivation for rewards but also increase their attachment to the organization.…”

“…Torlak et al (2024) examined the impact of OST on the employees’ innovative behavior through improving their commitment. In particular, they focused on affective commitment – positive emotional attachment to the organization (Torlak et al, 2024) – among the elements of organizational commitment.…”

“…Torlak et al (2024) examined the impact of OST on the employees’ innovative behavior through improving their commitment. In particular, they focused on affective commitment – positive emotional attachment to the organization (Torlak et al, 2024) – among the elements of organizational commitment. They found that among the OST elements, training, understanding, and future prospects particularly foster affective commitment and promote innovative behavior.…”